Email Marketing in the Distributed Enterprise

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Most marketers cringe at the thought of managing the holistic customer experience. Actually, according to Gleanster Research 4 out of 5 enterprise marketers indicate improving the customer experience across channels and geographies is a current or planned priority in 2012.

In a distributed enterprise, corporate marketing is charged with managing a consistent brand across channels, but field marketers need autonomy and flexibility to deliver relevant messages that drive sales at a local level. This is particularly true for primary channels like email marketing where digital messages can be dynamically personalized for target audiences. But, empowering local marketers with email capabilities can lead to organized chaos on a global scale – and ultimately fragmented or inconsistent customer communications.

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Email Marketing in the Distributed Enterprise

  1. 1. Email Marketing in the Distributed EnterpriseHow Top Performers Embrace Global Marketing Tactics
  2. 2. Agenda for Today…• What is “Glocalization”?• The Role of Email Marketing in Distributed Marketing Environments – Essential Tools – Essential Processes and Practices• Opportunities for Distributed Marketers• Top Performer Stats & Secrets #GLCL_EMAIL 2
  3. 3. About the Research Findings Top Performers: Respondents that achieved Top Quartile performance in key KPI’s TODAY’S STATS Everyone Else: Everyone Else Total survey responses: 526 Qualified survey responses: 426 Email Email Marketing Personalization (Q3 2012) (Q2 2011) Growth in: REVENUE AVG CLICK-THROUGH OPEN RATES #GLCL_EMAIL 3
  4. 4. Global-Localization in Business…from the Japanese word dochakuka meaning “global localization”. Sony CEO, Akio Morita Think Globally, Act Locally #GLCL_EMAIL 4
  5. 5. Glocalization Think globally Act locally #GLCL_EMAIL 5
  6. 6. Past - Present - Future ONE TO MANY DIALOGUE OFFLINE ONLINE A FEW CHANNELS CHANNEL PROLIFERATION INFORMATION CENTRALIZED 24X7 MOBILE ACCESS TO INFORMATION MARKETERS HELD INFLUENCE CUSTOMERS HAVE INFLUENCE #GLCL_EMAIL 6
  7. 7. Today’s Buyer in a Nutshell Eggshell If it’s not relevant, it’s spam.I expect to have a I do research onlineconsistent customer before I make purchases.experience regardless of I pride myself in makingchannel. informed decisions.“I get hundreds of I’m vocal about theemails in my inbox, why customer experience. Ishould I care about use Twitter andyours?” Facebook, and I blog. #GLCL_EMAIL 7
  8. 8. Today’s Buyer in a Nutshell Eggshell #GLCL_EMAIL 8
  9. 9. Email Unites the Customer Experience for Top Performers Integrating Web Integrating Social Yes No Yes No 99% 42% 58% 1% Top Performers Top PerformersIntegrating Mobile 2X MORE THAN Integrating CRM Yes No EVERYONE ELSE Yes No 35% Email is Primary Channel 53% 100% 88% 47% 65% 76% 75% 50% Top Performers Top Performers 25% 5X MORE THAN 3X MORE THAN EVERYONE ELSE 0% EVERYONE ELSE Top Performers Everyone Else •Q2’12 Gleanster Email Marketing Survey #GLCL_EMAIL n=280
  10. 10. What are the best practices for managing email marketingcommunications in distributed environments? 10
  11. 11. The Distributed Enterprise Defined Corporate Marketing• Characteristics of a distributed enterprise: – Regionally dispersed field or local offices and a central governing body (corporate). – Common examples of distributed enterprise Local/Field Marketing Functions industries include: Franchises, Manufacturers, Aut omotive, Financial Services, Insurance, Retail, Har dware, Healthcare, etc. #GLCL_EMAIL 11
  12. 12. Corporate Marketing vs. Local Marketing Goals Organizational Corporate Marketing Goals Local Marketing Goals Goals & Objectives • Control brand • Customize marketing consistency messages for local • Preserve brand and audience customer experience • Flexibility and • Accountable for autonomy in program organizational development performance • Engage target audience • Control agency costs across relevant • Aggregate media spend channels • Manage cross-channel • Rapidly react to campaigns changes in local market dynamics #GLCL_EMAIL 12
  13. 13. Conflicting Goals Lead To… • Longer campaign cycle times • Inconsistent communications between corporate marketing and local marketing efforts • Lack of control over communication frequency #GLCL_EMAIL 13
  14. 14. Conflicting Goals Lead To… • Inability to control the use of brand assets • Inability to measure the combined efforts from corporate marketing and local marketers • Redundant technology platforms that fail to address the combined needs of corporate and local marketers #GLCL_EMAIL 14
  15. 15. 2 out of 3 distributed marketers ranked the conflicting goals ofcorporate and local marketing as a Top 3 Challenge in 2011. 15
  16. 16. 2 Options for Managing Email Communications 1 • Corporate sends and approves every email communication • Corporate acts as the governing body for all customer communications 2 • Allow local marketers to send email campaigns • Allow local marketers to purchase email marketing technologies and manage local lists and communications #GLCL_EMAIL 16
  17. 17. Actually, Top Performers embrace a 3rd option But first, a little context… 17
  18. 18. Technology Proliferation Adds to the Challenge How many email marketing technologies currently support your organization? Top Performers Everyone Else 2 5Source: Gleanster Campaign Management Survey (n=16 for Top Performing Distributed Enterprises, n=62 for AllOther Distributed Enterprises) #GLCL_EMAIL 18
  19. 19. Top Performers Embrace Autonomy at the Local LevelDo Local Marketers deliver their own email campaigns? 100%% of Respondents 24% 75% 46% 8x more likely than Top 50% Performers to rank 76% Brand Consistency and 25% 54% Operational Efficiency as Top Challenges with 0% distributed marketing. Top Performers Everyone Else Yes No Source: Gleanster Campaign Management Survey (n=16 for Top Performing Distributed Enterprises, n=62 for All Other Distributed Enterprises) #GLCL_EMAIL 19
  20. 20. Learn from Top Performers• Fewer technologies• Local autonomy with respect to email campaigns• 8x less likely to struggle with brand consistency• Corporate marketing still oversees the brand and customer experience #GLCL_EMAIL 20
  21. 21. What’s Unique about Top Performers? Best Practices Revealed 21
  22. 22. The Role of Technology for Top Performers• Email Marketing is largely centralized to one tool• Core capabilities that support Top Performers: – Centralized Opt-in and Opt-out Management – Customer Preference Management – Integration with other channels/tools: Mobile, Social, CRM – Centralized Email Throttling – Corporate maintained branded templates – Centralized reporting for overall campaign effectiveness #GLCL_EMAIL 22
  23. 23. Technology can partially bridge the divide.CorporateMaintain brandconsistency withbrandedtemplates, controlcommunicationfrequency, manage opt-outs, etc. Local Marketers Customize email campaigns, leverage corporate copy and creative, measure effectiveness, etc. #GLCL_EMAIL 23
  24. 24. Communication is Key• Top Performers are 12x more likely than Everyone Else to assign roles with stated responsibility for managing corporate and local communication. • Unbiased mutual third-party • Look for optimization opportunities • Measure the success of various initiatives #GLCL_EMAIL 24
  25. 25. Organizational Skill Assessment• The amount of autonomy at the local levels should be justified by the level of marketing skills. – Sometimes local resources don’t have the skills to develop relevant communications. – Top Performers indicated staffing skilled marketers at local levels was a huge challenge.• Consider creating Corporate stewards and rotate the regions they support. #GLCL_EMAIL 25
  26. 26. Look to External Opportunities As Well• 62% of Top Performers indicated they operated a centralized brand platform to external parties Corporate Marketing Local/Field Marketing Functions External Access: • Agencies • Partnerships • Alliances • VARs #GLCL_EMAIL 26
  27. 27. Look to External Opportunities As Well• 62% of Top Performers indicated they operated a centralized brand platform to external parties Corporate Marketing Local/Field Marketing Functions External Access: • Agencies • Partnerships • Alliances • VARs #GLCL_EMAIL 27
  28. 28. Divest of Legacy Technologies• Sixty-two percent (62%) of Top Performers indicated this was a top three value driver for maximizing investments in distributed marketing technologies. #GLCL_EMAIL 28
  29. 29. Key Takeaways• Relevance drives revenue. Local marketers are a powerful source of driving relevance for your brand.• Top Performers are the poster children for corporate and local alignment.• Email unites the customer experience for Top Performers #GLCL_EMAIL 29
  30. 30. Thanks! Q&A 30
  31. 31. Additional Resource: Deep Dive: Email Marketing in the Distributed Enterprise Download for free on www.gleanster.com http://www.gleanster.com/reports /reports/email-marketing-in-the- distributed-enterprise #GLCL_EMAIL 31

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